Digital Leadership in Global Uncertainty: Scale Development and Validation

Digital Leadership in Global Uncertainty: Scale Development and Validation | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Article Digital Leadership in Global Uncertainty: Scale Development and Validation Biqian Zhang, Bin Wang, Yirui Ren, Lei Zhao This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-7170342/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 12 You are reading this latest preprint version Abstract As digital transformation accelerates, business leaders face increasing pressure to navigate complex and uncertain environments. Despite its growing relevance, limited research has examined how digital leadership can effectively guide organizations through such volatility. This study explores the critical role of digital leadership in fostering continuous organizational development amid digital disruption. In Study 1, grounded theory is used to identify core dimensions that characterize effective digital-era leadership. Building on these insights, Study 2 develops and validates a dynamic measurement scale for assessing digital leadership competencies. The findings offer a practical framework for evaluating and strengthening leadership capacity. By highlighting behaviours and strategies that enable leaders to respond proactively to digital challenges, the study proposes an agile digital leadership model that supports adaptation, innovation, and long-term organizational growth. Business and commerce/Business and management Social science/Business and management Business and commerce/Information systems and information technology Digital transformation Digital leadership Leadership competencies Grounded theory Measurement scale Figures Figure 1 Introduction Organisations across industries are undergoing digital transformation to navigate pervasive global uncertainty (Kandampully et al., 2021 ). This shift requires business leaders to develop new skills, capabilities, and forms of leadership to address the mounting risks and challenges associated with such volatility (Hughes et al., 2018 ). In an increasingly digitalised environment, effective leadership entails the ability to harness digital technologies strategically and to generate value for the organisation (Araujo et al., 2021 ). As such, understanding, defining, and applying the principles of digital leadership has become critical in the contemporary business landscape. However, scholarship on how to construct adaptive leadership suited to digital contexts remains limited (Avolio et al., 2014 ; Tigre et al., 2023 ). Digital leadership refers to a leader’s ability to effectively leverage digital technologies to create organisational value (Benitez et al., 2022 ). Such leaders articulate a strategic vision that enables them to initiate and guide digital transformation processes. They also cultivate digital capabilities across teams, ensuring their organisations are equipped to adapt and thrive in digitally dynamic environments (Gerth & Peppard, 2016 ). Prior research suggests that digital leadership enhances agility, innovation, and performance (Benitez et al., 2022 ). Nonetheless, the concept remains underdeveloped, with a lack of conceptual clarity and robust measurement tools (Tigre et al., 2023 ), which limits our understanding of its practical impact on organisational outcomes. A review of existing literature reveals three key limitations in current conceptualisations of digital leadership. First, many studies adopt broad or traditional leadership frameworks, often neglecting the specific characteristics and competencies required for digital leadership—particularly personal traits that enable leaders to navigate technological complexity. Second, prior work tends to conceptualise digital leadership at a macro level, focusing either on external organisational responses (Westerman et al., 2012 ) or internal organisational transformation (Kane et al., 2015 ), while paying insufficient attention to micro-level innovation practices within management. Third, few studies have employed quantitative methodologies to explore digital leadership, resulting in a lack of empirically validated measurement frameworks. This study addresses these gaps by identifying core behavioural traits of digital leaders and constructing a measurement framework that captures their competencies in managing organisational transformation amidst global uncertainty. Specifically, it seeks to answer two research questions: (1) What are the essential behavioural traits that define digital leadership? and (2) How can digital leadership be measured systematically? Using a grounded theory approach, this study first analyses autobiographical materials, oral presentations, and in-depth interviews with CEOs and founders from large firms across various industries. Based on these findings, it develops a novel measurement scale for digital leadership, reflecting the core competencies required to lead effectively in uncertain digital environments. The scale is then validated through two independent surveys, providing a reliable tool for assessing and enhancing digital leadership capacities. To our knowledge, this is among the first studies to develop and empirically validate a digital leadership scale derived from cross-industry insights and grounded in the realities of contemporary uncertainty. The findings offer practical implications for identifying, cultivating, and applying digital leadership to drive organisational transformation and competitiveness in the digital era. Theoretical background As emerging technologies evolve at an unprecedented pace, organizational leaders must continuously reassess their impact on strategy, operations, and performance. These technological advances necessitate corresponding shifts in leadership approaches, prompting scholars to investigate new forms of leadership suited to these dynamic conditions (Avolio et al., 2014 ; Roman et al., 2018 ; van Wart et al., 2017). The conceptual foundations of digital leadership have gradually developed over time. Avolio et al. ( 2000 ) introduced the notion of "e-leadership" to capture the influence of advanced information technologies (AIT) on leadership practices. Defined as a social influence process mediated by AIT, e-leadership affects individuals’ attitudes, emotions, cognition, behaviors, and performance across teams and organizations (Avolio et al., 2014 ). This early framework provided critical insights into how digital technologies reshape leadership dynamics. With the rise of more sophisticated information and communication technologies, scholars identified new challenges facing leaders—particularly the shift from traditional interpersonal communication to predominantly written, technology-mediated interaction (Roman et al., 2018 ). Building on Avolio’s work, Roman et al. proposed novel paradigms that underscored the transformation of organizational processes through digital influence mechanisms. As the digital age succeeds the information age, these challenges have grown more complex. Westerman et al. ( 2012 ) conceptualized digital leadership as encompassing essential attitudes, abilities, and behaviors required to lead in digital environments. Their model highlighted the competencies necessary to drive digital transformation. However, while such models offer valuable direction, they fall short of capturing the full spectrum of leadership demands emerging from rapid digitalization. A central challenge now confronting global leaders is the urgent need for “next-generation” leadership—leaders who can unleash human potential in digitally enabled ecosystems (DDI Smart Consulting, World Federation of Large Enterprises, EY, 2018). Addressing this challenge requires a clearer articulation of the specific competencies needed to guide organizations through continual technological upheaval. In response, several consulting firms have proposed competency frameworks for digital leadership. For instance, Deloitte and Korn Ferry have investigated digital organizational transformation and outlined key leadership attributes (Kane et al., 2015 ; Misra et al., 2019 ; Korn Ferry International Research Institute, 2018 ). Promsri (2019) synthesized insights from these reports, identifying six core characteristics: digital literacy, strategic vision, customer orientation, agility, risk-taking, and collaboration. While these insights offer practical relevance, they rely heavily on practitioner reports, exposing a significant gap in academically rigorous conceptualization and empirical validation. From a quantitative standpoint, scholarly efforts to measure digital leadership remain nascent. Zeike et al. ( 2019 ) developed a six-item scale based on a survey of 368 senior executives in a German ICT company, focusing on leaders' competencies in utilizing digital tools. Similarly, Claassen et al. ( 2021 ) proposed a seven-item scale to assess digital leadership in virtual municipal administration settings, drawing on a survey of 546 employees. While pioneering, both studies are limited by narrow sampling—Zeike et al.’s in the private German ICT sector and Claassen et al.’s in public municipal organizations—thus restricting the generalizability of their findings. To address these limitations, this study proposes a redefinition and empirical expansion of digital leadership by drawing on cross-industry and cross-national data. Through grounded theory and a large-scale validation process, we aim to construct a robust, multi-dimensional measurement tool that reflects the complexity of digital leadership in uncertain global environments. This research not only builds on and validates existing theoretical models but also introduces novel dimensions that capture the behavioral traits and competencies essential for navigating digital transformation across varied organizational contexts. Study 1 Emergent understandings of digital leadership Research strategy This study adopts the classical grounded theory approach developed by Glaser and Strauss (1967) to explore and build the conceptual model of digital leadership. Grounded theory allows research questions to emerge organically from empirical data rather than being imposed in advance, making it particularly suited to investigating a relatively underexplored construct like digital leadership. It also supports the integration of psychological and structural perspectives, thereby assisting in the formation of a generalizable leadership scale (Yukl, 2002 ). The selection of cases followed the principle of theoretical sampling (Strauss & Corbin, 1998 ), guided by five criteria: (1) Enterprise leaders with a demonstrated capability in digital management and technology-driven transformation; (2) CEOs or founders who were centrally involved in organisational development; (3) Organisations recognised as global core niche enterprises within their ecosystems; (4) • Availability of authorised, publicly published sources (e.g. autobiographies, interviews, oral presentations) for each leader ; and (5) Sources clearly labelled as autobiographical or interview-based to ensure authenticity. Adhering to Eisenhardt’s ( 1989 ) guideline of selecting 4–10 cases for cross-case analysis, five leading digital enterprises were chosen, spanning the Internet of Things (Haier), online retail (JD), mobile internet (Xiaomi), IT (Apple), and automotive manufacturing (Tesla). All five organisations are global leaders, enhancing the breadth and relevance of the findings (Table 1 ). Table 1 Data collection of research cases Leader Organisation Primary Source Number of Codes Code Range Steve Jobs Apple Title: ”Steve Jobs: A Biography”; Author: Walter Isaacson; Translators: Guan Yanqi, Wei Qun, Yu Qian, Zhao Mengmeng, Tang Song; Language: Chinese Publisher: CITIC Publishing House Place of publication: Beijing, China; Year: 2014-1 82 AP-1 to AP-82 Zhang Ruimin Haier Title: “Zhang Ruimin: Challenging the Status Quo” Author: Peng He, Li Tianjian, Huang Siqin; Language: Chinese Publisher: New World Publishing House; Place of publication: Beijing, China Year: 2016-8 181 HE-1 to HE-181 Liu Qiangdong JD.com Title: “My Entrepreneurial Story: LiuQiangdong's Oral History” Author: Liu Qiangdong (Oral Account) / Interview and Commentary by Fang Xingdong Language: Chinese; Publisher: Oriental Publishing House Place of publication: Shanghai, China; Year: 2017-10 110 JD-1 to JD-110 Lei Jun Xiaomi Title: "Lei Jun: Seizing Opportunities"; Author: Liu Guohua; Language: Chinese; Publisher: New World Publishing House Place of publication: Beijing, China; Language: Chinese; Year: 2016-9 83 XM-1 to XM-83 Elon Musk Tesla Title: "Elon Musk: The Adventurous Life of Elon Musk"; Author: Ashlee Vance; Translator: Zhou Hengxing; Language: Chinese Publisher: CITIC Publishing House; Place of publication: Beijing, China;Year: 2016-4 52 TL-1 to TL-52 Total — — 508 — Data collection and Coding Open Coding . Following grounded theory procedures, open coding was performed by analysing materials sentence by sentence, comparing events, and extracting primary codes (see Table 1 ). These codes were subsequently refined, integrated, and categorised into 33 themes (refer to the Appendix). Selective Coding . Selective coding involved organising and mapping relationships among the 508 identified concepts to uncover patterned relationships and deeper structure. Through systematic screening, merging, and classification, 33 subcategories were consolidated into four main categories (see Table 2 ). Table 2 Selective coding results for digital leader Main Category (Number of Items) Subcategory (Number of Items) Subcategory Essence Core Concept (Number of Items) Digital innovation (135) Maintaining Innovation Capability(51) Sustaining innovation in technology, management, and products within the organization. Continuously pursue technological innovation(10) Continuously pursue management innovation(36) Continuously pursue product innovation(5) Open-minded Thinking(52) Possessing a global perspective in terms of worldview and future-oriented thinking ability, being able to think innovatively and solve problems. Embrace a global-oriented mindset(8) Embrace a future-oriented mindset.(44) Independent Thinking Ability(32) Being able to withstand pressure and make independent decisions. Embrace and withstand increased pressure(21) Approach business with rationality and unwavering dedication(11) Uncertainty management(139) Anticipation and Agile Response(42) Being able to maintain constant awareness of potential crises, sensitively identify internal and external changes, and make proactive decisions ahead of time. Swiftly respond to market changes(31) Maintain a constant awareness of potential crises(6) Conduct timely retrospectives for reflection and improvement(5) Adaptation and Resilience(35) Being able to courageously accept challenges and lead the team in overcoming difficulties by embracing innovative thinking and working tirelessly to break through the obstacles. Embrace risks and embrace challenges(13) Engaging in selfless work(13) Think beyond conventional boundaries and engage in multidimensional thinking(6) Adapt to the trends of the era(3) User-Centric Approach(62) Being able to agilely respond to market changes and place a high emphasis on understanding and meeting the needs and experiences of users. Prioritize the user experience(14) Perfectionism tendency(9) Focus on user demands and requirements(25) Encourage user engagement in product innovation.(14) Shared value (104) Capability of Resource Integration(25) Being able to establish symbiotic relationships with collaborators, competitors, users, and other stakeholders within the organization, effectively integrating resources from various sources. Integrate resources from all parties to foster business growth(25) Sense of Responsibility and Mission(58) Having a sense of responsibility and mission to use technology to positively impact the world and contribute to the well-being of all individuals. Undertaking public welfare social projects(5) Embrace ambition and a sense of purpose(27) Share the rewards of development with employees(26) Culture of Active Sharing(21) Promoting a culture of active sharing within the organization and taking on social responsibility. Transmitting positive and positive organizational culture(5) Zero tolerance for illegal behavior(11) Embrace open technologies and resources(5) Integration of Divergence (130) Open to Advice(7) Encouraging employees to provide suggestions and recommendations to the organization from different perspectives. Listen attentively to others' feedback and perspectives(7) Adaptability and Integration(59) Having a strong learning ability and being adept at integrating and thinking across different domains. Cross-disciplinary learning(7) Persistence and self-discipline(6) Excel in learning and critical thinking(24) Embrace diversity and collaborate effectively(22) Trust and Empowerment(64) Placing a high value on the contributions of internal employees and granting them sufficient empowerment. Activate employees' intrinsic motivation(16) Highly empowered "leaderless" management(30) Value the worth of talents(18) Theoretical Coding . Theoretical coding focused on selecting a core category that best encapsulated the phenomenon and integrating the remaining categories into a cohesive conceptual model (Fig. 1 ). The resulting model comprises four central dimensions. Digital innovation . Continuous adoption of new concepts and technologies; encouraging innovative practices and digital tool integration. Uncertainty management . Leading effectively in situations marked by ambiguity or unclear organisational direction.. Shared value . Distributing power, information, resources, and rewards among stakeholders to foster collaboration. Integration of Divergence . Embracing diverse perspectives and acknowledging one’s own limitations to achieve holistic leadership. Theoretical saturation test . Coding began with Zhang Ruimin (Haier), followed sequentially by Liu Qiangdong (JD), Steve Jobs (Apple), and Lei Jun (Xiaomi). This iterative analysis generated eight new subcategories—e.g. “ Perfectionism tendency ”, “ Cross-disciplinary learning ”, “ Tolerating dissenting voices ”. Analysis of Elon Musk’s data yielded no additional categories. An additional verification with a financial firm’s management interviews also produced no new themes. These findings confirm that the identified four core categories satisfy theoretical saturation. Study 2: Digital Leadership Scale development and conceptual validation Based on the findings of Study 1, this study identifies four distinct dimensions of digital leadership: digital innovation , uncertainty management , shared value , and integration of divergence . To ensure methodological rigor and alignment with established conceptual definitions, we followed Hinkin's (1995) scale development procedures. Development of the Digital Leadership Scale Building on the conceptual model established in Study 1 and supplemented by interviews with professionals from digital enterprises, we initially developed a scale consisting of 34 items across four dimensions. To enhance content validity, we adopted an approach similar to Ren et al. ( 2022 ) and Neubert et al. ( 2008 ), conducting two rounds of item refinement. In the first round , two executives from digital enterprises and six doctoral students specializing in organizational behavior reviewed and discussed the initial items. Their feedback led to the merging of similar items and the elimination of redundancies, resulting in a revised scale comprising 27 items. In the second round , three doctoral students from non-management disciplines and one manager from a digital finance enterprise evaluated item readability and clarity. Their external perspectives helped identify potential comprehension issues. Recommendations included: First , refining ambiguous language for clarity and precision (e.g., “ When making decisions, he/she can respect and trust my suggestions on digital transformation ” was revised to “ When encountering problems at work, my department (team) leader actively listens to employees' opinions and suggestions regarding digital technology improvement” ). Second , merging overlapping items for conciseness. Third , including examples of digital technologies to enhance clarity and immersion (e.g., combining items related to digital innovation and digital management into one: “ My department (team) leader willingly introduces digital management tools (e.g., DingTalk) to improve operational efficiency and digital technologies (e.g., digital twin technology) to enhance production effectiveness ”). Lastly , highlighting key phrases using formatting to mitigate visual fatigue. After these modifications, the scale was finalized with 18 items across the four dimensions. We then proceeded to the quantitative phase of the study. A small-scale pilot survey was first conducted to assess the scale, followed by a large-scale formal survey to evaluate its reliability and validity. Exploratory factor analysis (EFA) EFA was conducted to identify the optimal item structure and preliminarily validate the factor dimensions. Participants were professionals with exposure to digital technologies, recruited through the CM Research Data Platform, an international provider headquartered in Beijing with global reach. A total of 421 valid responses were collected, with 408 retained after excluding inattentive responses. Sample demographics are provided in Table 3 . Table 3 Exploratory factor analysis sample characteristics (N = 408) Variable Option Option Percentage (%) Cumulative Percentage (%) Gender Female 234 57.35 57.35 Male 174 42.65 100.00 Age 0–20 years 3 0.74 0.74 21–30 years 216 52.94 53.68 31–40 years 168 41.18 94.85 41–50 years 18 4.41 99.26 51–60 years 3 0.74 100.00 Education Level Middle School 3 0.74 4.41 High School/Technical School/Vocational School 6 1.47 8.82 Associate Degree 15 3.68 3.68 Bachelor's Degree 306 75.00 83.82 Master's Degree 66 16.18 100.00 Doctoral Degree 12 2.94 7.35 Organization Type Government Agency 6 1.47 7.35 Public Institution 24 5.88 5.88 State-owned Enterprise 120 29.41 36.76 Foreign-owned Enterprise 33 8.09 44.85 Private Enterprise 225 55.15 100.00 Total 408 100.0 100.0 Note: This survey questionnaire utilizes the Digital Leadership Pretest Scale, which consists of 18 items. Measurement is conducted using the Likert seven-point scale. The KMO value was 0.916 and Bartlett's test of sphericity yielded a chi-square value of 3520.981 ( p < 0.001), confirming the data's suitability for factor analysis. Principal component analysis extracted four factors with eigenvalues above 1, accounting for 61.44% of the cumulative variance. One item was removed due to a low factor loading (< 0.4) and communality (< 0.35). A second round of EFA on the remaining 17 items showed factor loadings between 0.530 and 0.830. The four factors explained 64.73% of the variance. Factor eigenvalues were 3.474, 2.754, 2.551, and 2.224 (see Table 4 ). Table 4 Exploratory factor analysis results. Item Factor 1 Factor 2 Factor 3 Factor 4 Communality DL1-1 My department/team leader pays attention to cutting-edge technologies in digital transformation and continuously enhances the research and development capabilities and originality of the company's core technologies. 0.666 0.688 DL1-2My department/team leader focuses on the management concepts of digital transformation and constantly promotes the digital management transformation of the company. 0.830 0.760 DL1-3 When faced with numerous doubts, my department/team leader can steadfastly continue to drive enterprise digital transformation. 0.670 0.664 DL1-4 My department/team leader is willing to open up organizational boundaries, integrate resources with a Chinese (global) perspective, and promote digital management innovation. 0.703 0.651 DL1-5 My department/team leader can discern digital trends and plan work with a longer-term, future-oriented vision 0.530 0.712 DL1-6 My department/team leader can integrate differences among various parties and facilitate win-win, symbiotic collaborations. 0.561 0.595 DL2-1 When my department/team leader encounters difficulties at work, they can think about problems from multiple dimensions and try innovative approaches to solve them. 0.580 0.626 DL2-2 My department/team leader can quickly perceive urgent situations internally and externally within the company/team and respond promptly 0.623 0.581 DL2-3 When others contribute to the digital transformation of the company, my department/team leader shows recognition and appreciation. 0.599 0.677 DL2-4 When a task is completed, my department/team leader organizes me and my colleagues to conduct retrospective analysis and reflection using methods such as data analysis. 0.740 0.645 DL2-5 My department/team leader can continuously monitor changes in user needs, listen to user opinions and suggestions, and constantly innovate to launch products and services that meet user requirements. 0.561 0.562 DL3-1 My department/team leader can flexibly utilize digital tools (online meetings, electronic signatures, online authorization, etc.) while handling multiple tasks. 0.740 0.584 DL3-2 My department/team leader is willing to actively introduce digital management tools (such as DingTalk) to enhance management efficiency and digital technology tools (such as digital twin technology) to improve productivity. 0.610 0.566 DL3-3 My department/team leader is willing to decentralize management, streamline processes, delegate authority, and motivate employees to independently initiate or participate in digital innovation projects. 0.721 0.660 DL4-1 My department/team leader has a sense of social responsibility and mission, using digital technology to enhance the company's strength, share information technology resources, and drive industry (societal) development. 0.533 0.746 DL4-2 My department/team leader is willing to engage in open collaboration, resource sharing, and symbiotic development with other companies (teams). 0.671 0.591 DL4-3 My department/team leader is willing to establish and promote an open, sharing, collaborative, and win-win corporate (team) culture. 0.791 0.695 Eigenvalues 3.474 2.754 2.551 2.224 Variance Explained% 20.437 16.201 15.008 13.083 Cumulative Variance Explained% 20.437 36.639 51.647 64.730 Cronbach’s α 0.882 0.806 0.678 0.729 The four dimensions were named “ Digital Innovation ” (6 items), “ Uncertainty Management ” (5 items), “ Integration of Divergence ” (3 items), and “ Shared Value ” (3 items). Cronbach's α values were 0.882, 0.806, 0.678, and 0.729, respectively, with an overall reliability of 0.923 (see Table 5 ). Removing any item did not improve scale reliability, confirming internal consistency. Item-total correlations and discriminant validity analyses (27% criterion) were significant (p < 0.01), further supporting scale validity. Table 5 The results of the Cronbach's reliability analysis and item analysis Item Deleted item's α coefficient Cronbach's α coefficient Discriminant validity Item-total correlation DL1-1 My department/team leader pays attention to cutting-edge technologies in digital transformation and continuously enhances the research and development capabilities and originality of the company's core technologies. 0.915 0.923 15.839** 0.768** DL1-2 My department/team leader focuses on the management concepts of digital transformation and constantly promotes the digital management transformation of the company. 0.919 10.894** 0.665** DL1-3 When faced with numerous doubts, my department/team leader can steadfastly continue to drive enterprise digital transformation. 0.917 16.257** 0.730** DL1-4 My department/team leader is willing to open up organizational boundaries, integrate resources with a Chinese (global) perspective, and promote digital management innovation. 0.918 12.413** 0.682** DL1-5 My department/team leader can discern digital trends and plan work with a longer-term, future-oriented vision 0.914 16.865** 0.802** DL1-6 My department/team leader can integrate differences among various parties and facilitate win-win, symbiotic collaborations. 0.916 12.863** 0.747** DL2-1 When my department/team leader encounters difficulties at work, they can think about problems from multiple dimensions and try innovative approaches to solve them. 0.919 11.544** 0.635** DL2-2 My department/team leader can quickly perceive urgent situations internally and externally within the company/team and respond promptly. 0.920 13.572** 0.600** DL2-3 When others contribute to the digital transformation of the company, my department/team leader shows recognition and appreciation. 0.915 14.835** 0.777** DL2-4 When a task is completed, my department/team leader organizes me and my colleagues to conduct retrospective analysis and reflection using methods such as data analysis. 0.919 12.847** 0.634** DL2-5 My department/team leader can continuously monitor changes in user needs, listen to user opinions and suggestions, and constantly innovate to launch products and services that meet user requirements. 0.919 11.632** 0.635** DL3-1 My department/team leader can flexibly utilize digital tools (online meetings, electronic signatures, online authorization, etc.) while handling multiple tasks. 0.923 10.105** 0.515** DL3-2 My department/team leader is willing to actively introduce digital management tools (such as DingTalk) to enhance management efficiency and digital technology tools (such as digital twin technology) to improve productivity. 0.920 11.411** 0.596** DL3-3 My department/team leader is willing to decentralize management, streamline processes, delegate authority, and motivate employees to independently initiate or participate in digital innovation projects. 0.919 13.595** 0.674** DL4-1 My department/team leader has a sense of social responsibility and mission, using digital technology to enhance the company's strength, share information technology resources, and drive industry (societal) development. 0.917 15.807** 0.729** DL4-2 My department/team leader is willing to engage in open collaboration, resource sharing, and symbiotic development with other companies (teams). 0.92 12.826** 0.615** DL4-3 My department/team leader is willing to establish and promote an open, sharing, collaborative, and win-win corporate (team) culture. 0.921 10.965** 0.552** Confirmatory Factor Analysis(CFA) A separate CFA was conducted using 294 valid responses from the CM platform, applying the same screening criteria as in the EFA. Among participants, 54.08% were female, 92.5% were aged 21–50, and 97.3% had college-level education or higher. Maximum likelihood estimation was used for CFA. A four-factor first-order model was tested against alternative models: three-factor, two-factor, single-factor, and second-order four-factor models. The four-factor first-order model exhibited the best fit (Table 6 ): χ²/df = 2.080, RMSEA = 0.061, GFI/CFI/TLI > 0.90, and SRMR = 0.041. Alternative models failed to meet key fit criteria. Table 6 Results of the confirmatory factor analysis for digital leadership Model Structure \(\:{\varvec{\chi\:}}^{2}\) \(\:\varvec{d}\varvec{f}\) \(\:{\varvec{\chi\:}}^{2}/\varvec{d}\varvec{f}\) GIF RMSEA CFI TLI SRMR 0.9 0.9 >0.9 <0.08 Four-Factor First-Order (Digital Innovation, Uncertainty Management, Shared Value, Integration of Divergence) 235.095 113 2.080 0.915 0.061 0.950 0.940 0.041 Three-Factor First-Order (Digital Innovation + Uncertainty Management, Shared Value, Integration of Divergence) 318.271 116 2.744 0.876 0.077 0.917 0.903 0.049 Two-Factor First-Order (Digital Innovation + Uncertainty Management+ Shared Value, Integration of Divergence) 348.052 118 2.950 0.866 0.082 0.906 0.892 0.052 Single-Factor First-Order (Digital Innovation + Uncertainty Management + Shared Value + Integration of Divergence) 360.311 119 3.028 0.863 0.083 0.901 0.887 0.053 Four-Factor Second-Order (Digital Innovation, Uncertainty Management, Shared Value, Integration of Divergence) 247.890 115 2.156 0.910 0.063 0.946 0.936 0.044 After conducting confirmatory factor analysis, the standardized factor loadings of the 17 items in the single-factor first-order model, two-factor first-order model, and three-factor first-order model were all above 0.5, 0.5, and 0.6, respectively. In the four-factor first-order model, each item had standardized factor loadings above 0.6 for their corresponding Factor 1 , Factor 2 , Factor 3 , and Factor 4 . The correlation coefficients between the four latent variables ranged from 0.78 to 0.90, all reaching a significance level of 1%, indicating the presence of a higher-order common factor among these four factors. Construct Validity Composite reliability (CR) values ranged from 0.757 to 0.863 (Table 7 ), exceeding the 0.70 benchmark (Hair et al., 1998 ). Average variance extracted (AVE) values ranged from 0.507 to 0.521, meeting the 0.50 threshold (Fornell & Larcker, 1981 ), confirming convergent validity. Table 7 AVE and CR of the four factors of digital leadership Dimension Digital Innovation Uncertainty Management Integration of Divergence Shared Value Average Variance Extracted (AVE) 0.513 0.507 0.521 0.511 Composite Reliability (CR) 0.863 0.837 0.764 0.757 Standardized loadings in the second-order model ranged from 0.627 to 0.802. The high loadings and inter-factor correlations (0.785 to 0.895) supported convergent validity. Furthermore, the square roots of AVEs were greater than inter-factor correlations, confirming discriminant validity (Table 8 ). Table 8 Correlation coefficients and square root of AVE for the four factors of digital leadership Digital Innovation Uncertainty Management Integration of Divergence Shared Value Digital Innovation 0.716 Uncertainty Management 0.822** 0.712 Integration of Divergence 0.814** 0.876** 0.721 Shared Value 0.895** 0.876** 0.785** 0.716 Note: * p < 0.05, ** p < 0.01. The numbers on the diagonal represent the square root of AVE. In sum, the digital leadership scale demonstrates strong reliability, structural integrity, and robust construct validity, confirming it as a sound instrument for measuring digital leadership across its four conceptual dimensions. Discussion This study significantly advances theoretical understanding of digital leadership by integrating grounded theory with empirical insights into digital management practices and existing literature. We identify four critical dimensions— digital innovation , uncertainty management , shared value , and integration of divergence —that clarify and extend the construct beyond earlier, more ambiguous frameworks (Westerman et al., 2012 ; Promsri, 2019;Kane et al., 2015 ; Anil Kumar Misra et al., 2019 ; Korn Ferry, 2018). Digital Innovation emphasises the proactive role of leaders in driving technological adoption and cultivating cultures supportive of innovation in digital transformation contexts. Uncertainty Management extends beyond traditional change models by equipping leaders with the skills to harness ambiguity as a driver of strategic growth. Shared Value underscores the equitable distribution of resources, information, and rewards across stakeholders, enhancing collaboration and organisational commitment. Integration of Divergence stresses the importance of embracing diverse viewpoints and recognising limitations to bolster organisational resilience and collective creativity. By clearly defining and empirically grounding these dimensions, this research not only enriches theoretical discourse on digital leadership but also offers actionable guidance for practitioners navigating digital transformation. Practical implications The validated digital leadership framework offers actionable insights tailored to organisations undergoing digital transitions. By adopting this model, managers can pinpoint and prioritise areas for improvement across leadership initiatives, ensuring strategic alignment with digital goals. Organisations can employ the scale to assess leadership behaviours, identify developmental needs, and benchmark performance against industry standards—promoting enhanced innovation and competitiveness in a rapidly evolving digital landscape. For leadership development and talent management, the framework supports the design of targeted training programmes and informs succession planning. It ensures that organisations identify and nurture leaders with capabilities essential for driving digital resilience and operational excellence. Limitations and future research While this study deepens our understanding of digital leadership, several limitations warrant acknowledgment. First, digital leadership is an evolving construct; new dimensions may emerge as technologies—and organisational contexts—continue to advance. Future research should adopt dynamic and longitudinal approaches to capture these developments. Second, our investigation primarily considers leadership from the organisational perspective. Future work should incorporate individual-level factors , such as personality traits, cognitive styles, and motivational drivers, to fully understand how effective digital leadership emerges at the micro-level. Lastly, future research could explore the interplay between digital leadership and organisational culture, change management mechanisms , and the role of emerging technologies (e.g. AI, IoT) in shaping strategic outcomes. Such investigations would provide a more holistic understanding of how digital leadership fosters sustained organisational and societal value. Declarations Ethics Approval All the materials used in this research have been reviewed and approved by the school’s academic committee (equivalent to IRB in American universities) prior to distribution to participants on March 12, 2024. Participants were clearly informed of their right to withdraw at any time without forfeiting compensation. The objectives of the surveys were solely academic, and all collected data have been securely archived by the university to ensure confidentiality and prevent any unauthorized use. Consent to Participate All participants provided informed, written consent prior to participation. An information sheet was provided outlining the study’s purpose, procedures, potential risks, and the voluntary nature of participation, including the right to withdraw at any time. Funding This research received no specific grant from any funding agency in the public, commercial, or not-for-profit sectors. Data Availability The datasets generated and/or analyzed during the current study are available from the corresponding author on reasonable request. References Strauss A, Corbin J (1998) Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. Sage Misra AK, Agast R, Kaul AD, Sriram S, Pramod Tripathi (2019) Digit Leadership: Leveraging uniqueness Digit 22(10):24–31 de Araujo LM, Priadana S, Paramarta V, Sunarsi D (2021) Digital leadership in business organizations. Int J Educational Adm Manage Leadersh 5–16. https://doi.org/10.51629/ijeamal.v2i1.18 Avolio BJ, Kahai S, Dodge GE (2000) E-leadership:Implications for Theory, Research, and Practice. Leadersh Q 11(4):615–668. https://doi.org/10.1016/S1048-9843(00)00062-X Avolio BJ, Sosik JJ, Kahai SS, Baker B (2014) E-leadership: Re-examining transformations in leadership source and transmission. Leadersh Q 25(1):105–131. https://doi.org/10.1016/j.leaqua.2013.11.003 Glaser B, A Strauss (1967) &. The discovery grounded theory: strategies for qualitative inquiry. Benitez J, Arenas A, Castillo A, Esteves J (2022) Impact of digital leadership capability on innovation performance: The role of platform digitization capability. Inf Manag 59(2):103590. https://doi.org/10.1016/j.im.2022.103590 Claassen K, Anjos D, Kettschau DR, J., Broding HC (2021) How to evaluate digital leadership: a cross-sectional study. J Occup Med Toxicol (London England) 16(1):44. https://doi.org/10.1186/s12995-021-00335-x Consulting DDIS (2018) World Federation of Large Enterprises, EY Ernst&Young. (2018). 2018 Global Leadership Outlook . https://www.ddichina.cn/glf Eisenhardt KM (1989) Building Theories from Case Study Research. Acad Manage Rev 14(4):532–550. https://doi.org/10.5465/AMR.1989.4308385 Fornell C, Larcker DF (1981) Structural Equation Models with Unobservable Variables and Measurement Error: Algebra and Statistics. J Mark Res 18(3):382–388 Gerth AB, Peppard J (2016) The dynamics of CIO derailment: How CIOs come undone and how to avoid it. Bus Horiz 59(1):61–70. https://doi.org/10.1016/j.bushor.2015.09.001 Hair JF, Anderson RE, Tatham RI, Black WC (1998) Multivariate Data Analysis. Prentice-Hall Inc Hinkin TR (1995) A Review of Scale Development Practices in the Study of Organizations. J Manag 21(5):967–988. https://doi.org/10.1177/014920639502100509 Hughes DJ, Lee A, Tian AW, Newman A, Legood A (2018) Leadership, creativity, and innovation: A critical review and practical recommendations. Leadersh Q 29(5):549–569. https://doi.org/10.1016/j.leaqua.2018.03.001 Kandampully J, Bilgihan A, Bujisic M, Kaplan A, Jarvis CB, Shukla Y (2021) Service transformation: How can it be achieved? J Bus Res 136:219–228. https://doi.org/10.1016/j.jbusres.2021.07.033 Kane GC, Palmer D, Phillips AN, Kiron D, Buckley N (2015), July 14 Strategy, not technology, drives digital transformation: Becoming a digitally mature enterprise . https://sloanreview.mit.edu/projects/strategy-drives-digital-transformation/ Korn Ferry International Research Institute (2018) China's Digital Leadership . https://focus.kornferry.com/cn/ Larjovuori RL, Bordi L, Mäkiniemi JP, Heikkilä-Tammi K (eds) (2016) The role of leadership and employee well-being in organisational digitalisation: What's Ahead in Service Research? New Perspectives for Business and Society: Reser 2016 Proceedings . Annual RESER Conference Neubert MJ, Kacmar KM, Carlson DS, Chonko LB, Roberts JA (2008) Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior. J Appl Psychol 93(6):1220–1233. https://doi.org/10.1037/a0012695 Ren Y, Zhang B, Zhao L, Bu Y (2022) A diary and experience sampling method of performance pressure and service performance in service industry. Nankai Bus Rev Int 13(4):517–544. https://doi.org/10.1108/NBRI-05-2021-0034 Roman AV, van Wart M, Wang X, Liu C, Kim S, McCarthy A (2018) Defining E-leadership as Competence in ICT‐Mediated Communications: An Exploratory Assessment. Public Adm Rev 79(6):853–866. https://doi.org/10.1111/puar.12980 Tigre FB, Curado C, Henriques PL (2023) Digital Leadership: A Bibliometric Analysis. J Leadersh Organizational Stud 30(1):40–70. https://doi.org/10.1177/15480518221123132 Westerman G, Tannou M, Bonnet D, Ferraris P, McAfee A (2012) The digital advantage: How digital leaders outperform their peers in every industry. MIT Sloan Manage Capgemini Consulting. https://www.capgemini.com/us-en/resources/the-digital-advantage-how-digital-leaders-outperform-their-peers-in-every-industry/ Yukl G (2002) Leadership in Organizations. Prentice-Hall Zeike S, Bradbury K, Lindert L, Pfaff H (2019) Digital Leadership Skills and Associations with Psychological Well-Being. Int J Environ Res Public Health 16(14). https://doi.org/10.3390/ijerph16142628 Tables Table 1 to 8 are available in the Supplementary Files section. Additional Declarations No competing interests reported. Supplementary Files Table1Datacollectionofresearchcases.jpg Table2Selectivecodingresultsfordigitalleader.jpg Table3Exploratoryfactoranalysis.jpg Table4Exploratoryfactoranalysisresults.jpg Table5Cronbachsreliabilityanalysisanditemanalysis.jpg Table6Resultsoftheconfirmatoryfactoranalysis.jpg Table7AVEandCRofthefourfactors.jpg Table8CorrelationcoefficientsandsquarerootofAVE.jpg Appendix0810.docx Cite Share Download PDF Status: Under Review Version 1 posted Editorial decision: Revision requested 28 Mar, 2026 Reviews received at journal 05 Mar, 2026 Reviewers agreed at journal 20 Feb, 2026 Reviewers agreed at journal 21 Oct, 2025 Reviewers agreed at journal 20 Oct, 2025 Reviews received at journal 09 Oct, 2025 Reviewers agreed at journal 16 Sep, 2025 Reviewers invited by journal 16 Sep, 2025 Editor assigned by journal 04 Sep, 2025 Editor invited by journal 04 Sep, 2025 Submission checks completed at journal 29 Aug, 2025 First submitted to journal 29 Aug, 2025 You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. 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This shift requires business leaders to develop new skills, capabilities, and forms of leadership to address the mounting risks and challenges associated with such volatility (Hughes et al., \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). In an increasingly digitalised environment, effective leadership entails the ability to harness digital technologies strategically and to generate value for the organisation (Araujo et al., \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). As such, understanding, defining, and applying the principles of digital leadership has become critical in the contemporary business landscape. However, scholarship on how to construct adaptive leadership suited to digital contexts remains limited (Avolio et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Tigre et al., \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2023\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eDigital leadership refers to a leader\u0026rsquo;s ability to effectively leverage digital technologies to create organisational value (Benitez et al., \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Such leaders articulate a strategic vision that enables them to initiate and guide digital transformation processes. They also cultivate digital capabilities across teams, ensuring their organisations are equipped to adapt and thrive in digitally dynamic environments (Gerth \u0026amp; Peppard, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Prior research suggests that digital leadership enhances agility, innovation, and performance (Benitez et al., \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Nonetheless, the concept remains underdeveloped, with a lack of conceptual clarity and robust measurement tools (Tigre et al., \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2023\u003c/span\u003e), which limits our understanding of its practical impact on organisational outcomes.\u003c/p\u003e\u003cp\u003eA review of existing literature reveals three key limitations in current conceptualisations of digital leadership. First, many studies adopt broad or traditional leadership frameworks, often neglecting the specific characteristics and competencies required for digital leadership\u0026mdash;particularly personal traits that enable leaders to navigate technological complexity. Second, prior work tends to conceptualise digital leadership at a macro level, focusing either on external organisational responses (Westerman et al., \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2012\u003c/span\u003e) or internal organisational transformation (Kane et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2015\u003c/span\u003e), while paying insufficient attention to micro-level innovation practices within management. Third, few studies have employed quantitative methodologies to explore digital leadership, resulting in a lack of empirically validated measurement frameworks.\u003c/p\u003e\u003cp\u003eThis study addresses these gaps by identifying core behavioural traits of digital leaders and constructing a measurement framework that captures their competencies in managing organisational transformation amidst global uncertainty. Specifically, it seeks to answer two research questions: (1) What are the essential behavioural traits that define digital leadership? and (2) How can digital leadership be measured systematically?\u003c/p\u003e\u003cp\u003eUsing a grounded theory approach, this study first analyses autobiographical materials, oral presentations, and in-depth interviews with CEOs and founders from large firms across various industries. Based on these findings, it develops a novel measurement scale for digital leadership, reflecting the core competencies required to lead effectively in uncertain digital environments. The scale is then validated through two independent surveys, providing a reliable tool for assessing and enhancing digital leadership capacities. To our knowledge, this is among the first studies to develop and empirically validate a digital leadership scale derived from cross-industry insights and grounded in the realities of contemporary uncertainty. The findings offer practical implications for identifying, cultivating, and applying digital leadership to drive organisational transformation and competitiveness in the digital era.\u003c/p\u003e"},{"header":"Theoretical background","content":"\u003cp\u003eAs emerging technologies evolve at an unprecedented pace, organizational leaders must continuously reassess their impact on strategy, operations, and performance. These technological advances necessitate corresponding shifts in leadership approaches, prompting scholars to investigate new forms of leadership suited to these dynamic conditions (Avolio et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Roman et al., \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; van Wart et al., 2017).\u003c/p\u003e\u003cp\u003eThe conceptual foundations of digital leadership have gradually developed over time. Avolio et al. (\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2000\u003c/span\u003e) introduced the notion of \"e-leadership\" to capture the influence of advanced information technologies (AIT) on leadership practices. Defined as a social influence process mediated by AIT, e-leadership affects individuals\u0026rsquo; attitudes, emotions, cognition, behaviors, and performance across teams and organizations (Avolio et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). This early framework provided critical insights into how digital technologies reshape leadership dynamics.\u003c/p\u003e\u003cp\u003eWith the rise of more sophisticated information and communication technologies, scholars identified new challenges facing leaders\u0026mdash;particularly the shift from traditional interpersonal communication to predominantly written, technology-mediated interaction (Roman et al., \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Building on Avolio\u0026rsquo;s work, Roman et al. proposed novel paradigms that underscored the transformation of organizational processes through digital influence mechanisms.\u003c/p\u003e\u003cp\u003eAs the digital age succeeds the information age, these challenges have grown more complex. Westerman et al. (\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2012\u003c/span\u003e) conceptualized digital leadership as encompassing essential attitudes, abilities, and behaviors required to lead in digital environments. Their model highlighted the competencies necessary to drive digital transformation. However, while such models offer valuable direction, they fall short of capturing the full spectrum of leadership demands emerging from rapid digitalization.\u003c/p\u003e\u003cp\u003eA central challenge now confronting global leaders is the urgent need for \u0026ldquo;next-generation\u0026rdquo; leadership\u0026mdash;leaders who can unleash human potential in digitally enabled ecosystems (DDI Smart Consulting, World Federation of Large Enterprises, EY, 2018). Addressing this challenge requires a clearer articulation of the specific competencies needed to guide organizations through continual technological upheaval.\u003c/p\u003e\u003cp\u003eIn response, several consulting firms have proposed competency frameworks for digital leadership. For instance, Deloitte and Korn Ferry have investigated digital organizational transformation and outlined key leadership attributes (Kane et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Misra et al., \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Korn Ferry International Research Institute, \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Promsri (2019) synthesized insights from these reports, identifying six core characteristics: digital literacy, strategic vision, customer orientation, agility, risk-taking, and collaboration. While these insights offer practical relevance, they rely heavily on practitioner reports, exposing a significant gap in academically rigorous conceptualization and empirical validation.\u003c/p\u003e\u003cp\u003eFrom a quantitative standpoint, scholarly efforts to measure digital leadership remain nascent. Zeike et al. (\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) developed a six-item scale based on a survey of 368 senior executives in a German ICT company, focusing on leaders' competencies in utilizing digital tools. Similarly, Claassen et al. (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) proposed a seven-item scale to assess digital leadership in virtual municipal administration settings, drawing on a survey of 546 employees. While pioneering, both studies are limited by narrow sampling\u0026mdash;Zeike et al.\u0026rsquo;s in the private German ICT sector and Claassen et al.\u0026rsquo;s in public municipal organizations\u0026mdash;thus restricting the generalizability of their findings.\u003c/p\u003e\u003cp\u003eTo address these limitations, this study proposes a redefinition and empirical expansion of digital leadership by drawing on cross-industry and cross-national data. Through grounded theory and a large-scale validation process, we aim to construct a robust, multi-dimensional measurement tool that reflects the complexity of digital leadership in uncertain global environments. This research not only builds on and validates existing theoretical models but also introduces novel dimensions that capture the behavioral traits and competencies essential for navigating digital transformation across varied organizational contexts.\u003c/p\u003e\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003eStudy 1 Emergent understandings of digital leadership\u003c/h2\u003e\u003cdiv id=\"Sec4\" class=\"Section3\"\u003e\u003ch2\u003eResearch strategy\u003c/h2\u003e\u003cp\u003eThis study adopts the classical grounded theory approach developed by Glaser and Strauss (1967) to explore and build the conceptual model of digital leadership. Grounded theory allows research questions to emerge organically from empirical data rather than being imposed in advance, making it particularly suited to investigating a relatively underexplored construct like digital leadership. It also supports the integration of psychological and structural perspectives, thereby assisting in the formation of a generalizable leadership scale (Yukl, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2002\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eThe selection of cases followed the principle of theoretical sampling (Strauss \u0026amp; Corbin, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1998\u003c/span\u003e), guided by five criteria: (1) Enterprise leaders with a demonstrated capability in digital management and technology-driven transformation; (2) CEOs or founders who were centrally involved in organisational development; (3) Organisations recognised as global core niche enterprises within their ecosystems; (4) \u0026bull; Availability of authorised, publicly published sources (e.g. autobiographies, interviews, oral presentations) for each leader ; and (5) Sources clearly labelled as autobiographical or interview-based to ensure authenticity.\u003c/p\u003e\u003cp\u003eAdhering to Eisenhardt\u0026rsquo;s (\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e1989\u003c/span\u003e) guideline of selecting 4\u0026ndash;10 cases for cross-case analysis, five leading digital enterprises were chosen, spanning the Internet of Things (Haier), online retail (JD), mobile internet (Xiaomi), IT (Apple), and automotive manufacturing (Tesla). All five organisations are global leaders, enhancing the breadth and relevance of the findings (Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eData collection of research cases\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eLeader\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOrganisation\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePrimary Source\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eNumber of Codes\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eCode Range\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eSteve Jobs\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eApple\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eTitle: \u0026rdquo;Steve Jobs: A Biography\u0026rdquo;;\u003c/p\u003e\u003cp\u003eAuthor: Walter Isaacson; Translators: Guan Yanqi, Wei Qun, Yu Qian, Zhao Mengmeng, Tang Song; Language: Chinese Publisher: CITIC Publishing House\u003c/p\u003e\u003cp\u003ePlace of publication: Beijing, China; Year: 2014-1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e82\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eAP-1 to AP-82\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eZhang Ruimin\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eHaier\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eTitle: \u0026ldquo;Zhang Ruimin: Challenging the Status Quo\u0026rdquo;\u003c/p\u003e\u003cp\u003eAuthor: Peng He, Li Tianjian, Huang Siqin; Language: Chinese\u003c/p\u003e\u003cp\u003ePublisher: New World Publishing House; Place of publication: Beijing, China\u003c/p\u003e\u003cp\u003eYear: 2016-8\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e181\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eHE-1 to HE-181\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eLiu Qiangdong\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eJD.com\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eTitle: \u0026ldquo;My Entrepreneurial Story: LiuQiangdong's Oral History\u0026rdquo;\u003c/p\u003e\u003cp\u003eAuthor: Liu Qiangdong (Oral Account) / Interview and Commentary by Fang Xingdong\u003c/p\u003e\u003cp\u003eLanguage: Chinese; Publisher: Oriental Publishing House\u003c/p\u003e\u003cp\u003ePlace of publication: Shanghai, China; Year: 2017-10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e110\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eJD-1 to JD-110\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eLei Jun\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eXiaomi\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eTitle: \"Lei Jun: Seizing Opportunities\";\u003c/p\u003e\u003cp\u003eAuthor: Liu Guohua; Language: Chinese; Publisher: New World Publishing House\u003c/p\u003e\u003cp\u003ePlace of publication: Beijing, China; Language: Chinese; Year: 2016-9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e83\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eXM-1 to XM-83\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eElon Musk\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTesla\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eTitle: \"Elon Musk: The Adventurous Life of Elon Musk\";\u003c/p\u003e\u003cp\u003eAuthor: Ashlee Vance; Translator: Zhou Hengxing; Language: Chinese\u003c/p\u003e\u003cp\u003ePublisher: CITIC Publishing House; Place of publication: Beijing, China;Year: 2016-4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e52\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eTL-1 to TL-52\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eTotal\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u0026mdash;\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u0026mdash;\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e508\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e\u0026mdash;\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003c/div\u003e\n\u003ch3\u003eData collection and Coding\u003c/h3\u003e\n\u003cp\u003e\u003cb\u003eOpen Coding\u003c/b\u003e. Following grounded theory procedures, open coding was performed by analysing materials sentence by sentence, comparing events, and extracting primary codes (see Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e). These codes were subsequently refined, integrated, and categorised into 33 themes (refer to the Appendix).\u003c/p\u003e\u003cp\u003e\u003cb\u003eSelective Coding\u003c/b\u003e. Selective coding involved organising and mapping relationships among the 508 identified concepts to uncover patterned relationships and deeper structure. Through systematic screening, merging, and classification, 33 subcategories were consolidated into four main categories (see Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eSelective coding results for digital leader\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"4\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eMain Category\u003c/p\u003e\u003cp\u003e(Number of Items)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSubcategory\u003c/p\u003e\u003cp\u003e(Number of Items)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eSubcategory Essence\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eCore Concept\u003c/p\u003e\u003cp\u003e(Number of Items)\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"6\" rowspan=\"7\"\u003e\u003cp\u003eDigital innovation\u003c/p\u003e\u003cp\u003e(135)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eMaintaining Innovation Capability(51)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eSustaining innovation in technology, management, and products within the organization.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eContinuously pursue technological innovation(10)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eContinuously pursue management innovation(36)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eContinuously pursue product innovation(5)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eOpen-minded Thinking(52)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003ePossessing a global perspective in terms of worldview and future-oriented thinking ability, being able to think innovatively and solve problems.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEmbrace a global-oriented mindset(8)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEmbrace a future-oriented mindset.(44)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eIndependent Thinking Ability(32)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eBeing able to withstand pressure and make independent decisions.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEmbrace and withstand increased pressure(21)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eApproach business with rationality and unwavering dedication(11)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"10\" rowspan=\"11\"\u003e\u003cp\u003eUncertainty management(139)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eAnticipation and Agile Response(42)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eBeing able to maintain constant awareness of potential crises, sensitively identify internal and external changes, and make proactive decisions ahead of time.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSwiftly respond to market changes(31)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMaintain a constant awareness of potential crises(6)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eConduct timely retrospectives for reflection and improvement(5)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eAdaptation and Resilience(35)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eBeing able to courageously accept challenges and lead the team in overcoming difficulties by embracing innovative thinking and working tirelessly to break through the obstacles.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEmbrace risks and embrace challenges(13)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEngaging in selfless work(13)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eThink beyond conventional boundaries and engage in multidimensional thinking(6)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eAdapt to the trends of the era(3)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eUser-Centric Approach(62)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eBeing able to agilely respond to market changes and place a high emphasis on understanding and meeting the needs and experiences of users.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePrioritize the user experience(14)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePerfectionism tendency(9)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eFocus on user demands and requirements(25)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEncourage user engagement in product innovation.(14)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"6\" rowspan=\"7\"\u003e\u003cp\u003eShared value\u003c/p\u003e\u003cp\u003e(104)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCapability of Resource Integration(25)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eBeing able to establish symbiotic relationships with collaborators, competitors, users, and other stakeholders within the organization, effectively integrating resources from various sources.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eIntegrate resources from all parties to foster business growth(25)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eSense of Responsibility and Mission(58)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eHaving a sense of responsibility and mission to use technology to positively impact the world and contribute to the well-being of all individuals.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eUndertaking public welfare social projects(5)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEmbrace ambition and a sense of purpose(27)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eShare the rewards of development with employees(26)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eCulture of Active Sharing(21)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003ePromoting a culture of active sharing within the organization and taking on social responsibility.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eTransmitting positive and positive organizational culture(5)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eZero tolerance for illegal behavior(11)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEmbrace open technologies and resources(5)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003eIntegration of Divergence\u003c/p\u003e\u003cp\u003e(130)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOpen to Advice(7)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEncouraging employees to provide suggestions and recommendations to the organization from different perspectives.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eListen attentively to others' feedback and perspectives(7)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eAdaptability and Integration(59)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eHaving a strong learning ability and being adept at integrating and thinking across different domains.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eCross-disciplinary learning(7)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePersistence and self-discipline(6)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExcel in learning and critical thinking(24)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEmbrace diversity and collaborate effectively(22)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eTrust and Empowerment(64)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003ePlacing a high value on the contributions of internal employees and granting them sufficient empowerment.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eActivate employees' intrinsic motivation(16)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eHighly empowered \"leaderless\" management(30)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eValue the worth of talents(18)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003eTheoretical Coding\u003c/b\u003e. Theoretical coding focused on selecting a core category that best encapsulated the phenomenon and integrating the remaining categories into a cohesive conceptual model (Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e). The resulting model comprises four central dimensions.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003eDigital innovation\u003c/b\u003e. Continuous adoption of new concepts and technologies; encouraging innovative practices and digital tool integration.\u003c/p\u003e\u003cp\u003e\u003cb\u003eUncertainty management\u003c/b\u003e. Leading effectively in situations marked by ambiguity or unclear organisational direction..\u003c/p\u003e\u003cp\u003e\u003cb\u003eShared value\u003c/b\u003e. Distributing power, information, resources, and rewards among stakeholders to foster collaboration.\u003c/p\u003e\u003cp\u003e\u003cb\u003eIntegration of Divergence\u003c/b\u003e. Embracing diverse perspectives and acknowledging one\u0026rsquo;s own limitations to achieve holistic leadership.\u003c/p\u003e\u003cp\u003e\u003cb\u003eTheoretical saturation test\u003c/b\u003e. Coding began with Zhang Ruimin (Haier), followed sequentially by Liu Qiangdong (JD), Steve Jobs (Apple), and Lei Jun (Xiaomi). This iterative analysis generated eight new subcategories\u0026mdash;e.g. \u0026ldquo;\u003cem\u003ePerfectionism tendency\u003c/em\u003e\u0026rdquo;, \u0026ldquo;\u003cem\u003eCross-disciplinary learning\u003c/em\u003e\u0026rdquo;, \u0026ldquo;\u003cem\u003eTolerating dissenting voices\u003c/em\u003e\u0026rdquo;. Analysis of Elon Musk\u0026rsquo;s data yielded no additional categories. An additional verification with a financial firm\u0026rsquo;s management interviews also produced no new themes. These findings confirm that the identified four core categories satisfy theoretical saturation.\u003c/p\u003e\n\u003ch3\u003eStudy 2: Digital Leadership Scale development and conceptual validation\u003c/h3\u003e\n\u003cp\u003eBased on the findings of Study 1, this study identifies four distinct dimensions of digital leadership: \u003cem\u003edigital innovation\u003c/em\u003e, \u003cem\u003euncertainty management\u003c/em\u003e, \u003cem\u003eshared value\u003c/em\u003e, and \u003cem\u003eintegration of divergence\u003c/em\u003e. To ensure methodological rigor and alignment with established conceptual definitions, we followed Hinkin's (1995) scale development procedures.\u003c/p\u003e\n\u003ch3\u003eDevelopment of the Digital Leadership Scale\u003c/h3\u003e\n\u003cp\u003eBuilding on the conceptual model established in Study 1 and supplemented by interviews with professionals from digital enterprises, we initially developed a scale consisting of 34 items across four dimensions.\u003c/p\u003e\u003cp\u003eTo enhance content validity, we adopted an approach similar to Ren et al. (\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) and Neubert et al. (\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2008\u003c/span\u003e), conducting two rounds of item refinement. \u003cb\u003eIn the first round\u003c/b\u003e, two executives from digital enterprises and six doctoral students specializing in organizational behavior reviewed and discussed the initial items. Their feedback led to the merging of similar items and the elimination of redundancies, resulting in a revised scale comprising 27 items.\u003c/p\u003e\u003cp\u003e\u003cb\u003eIn the second round\u003c/b\u003e, three doctoral students from non-management disciplines and one manager from a digital finance enterprise evaluated item readability and clarity. Their external perspectives helped identify potential comprehension issues. Recommendations included: \u003cb\u003eFirst\u003c/b\u003e, refining ambiguous language for clarity and precision (e.g., \u0026ldquo;\u003cem\u003eWhen making decisions, he/she can respect and trust my suggestions on digital transformation\u003c/em\u003e\u0026rdquo; was revised to \u0026ldquo;\u003cem\u003eWhen encountering problems at work, my department (team) leader actively listens to employees' opinions and suggestions regarding digital technology improvement\u0026rdquo;\u003c/em\u003e). \u003cb\u003eSecond\u003c/b\u003e, merging overlapping items for conciseness. \u003cb\u003eThird\u003c/b\u003e, including examples of digital technologies to enhance clarity and immersion (e.g., combining items related to digital innovation and digital management into one: \u0026ldquo;\u003cem\u003eMy department (team) leader willingly introduces digital management tools (e.g., DingTalk) to improve operational efficiency and digital technologies (e.g., digital twin technology) to enhance production effectiveness\u003c/em\u003e\u0026rdquo;). \u003cb\u003eLastly\u003c/b\u003e, highlighting key phrases using formatting to mitigate visual fatigue.\u003c/p\u003e\u003cp\u003eAfter these modifications, the scale was finalized with 18 items across the four dimensions. We then proceeded to the quantitative phase of the study. A small-scale pilot survey was first conducted to assess the scale, followed by a large-scale formal survey to evaluate its reliability and validity.\u003c/p\u003e\u003cdiv id=\"Sec8\" class=\"Section2\"\u003e\u003ch2\u003eExploratory factor analysis (EFA)\u003c/h2\u003e\u003cp\u003eEFA was conducted to identify the optimal item structure and preliminarily validate the factor dimensions. Participants were professionals with exposure to digital technologies, recruited through the CM Research Data Platform, an international provider headquartered in Beijing with global reach. A total of 421 valid responses were collected, with 408 retained after excluding inattentive responses. Sample demographics are provided in Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eExploratory factor analysis sample characteristics (N\u0026thinsp;=\u0026thinsp;408)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eVariable\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOption\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eOption\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePercentage (%)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eCumulative Percentage (%)\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eGender\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFemale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e234\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e57.35\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e57.35\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e174\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e42.65\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e100.00\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"4\" rowspan=\"5\"\u003e\u003cp\u003eAge\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0\u0026ndash;20 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.74\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.74\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e21\u0026ndash;30 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e216\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e52.94\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e53.68\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e31\u0026ndash;40 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e168\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e41.18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e94.85\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e41\u0026ndash;50 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4.41\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e99.26\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e51\u0026ndash;60 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.74\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e100.00\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"5\" rowspan=\"6\"\u003e\u003cp\u003eEducation Level\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMiddle School\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.74\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e4.41\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eHigh School/Technical School/Vocational School\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e1.47\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e8.82\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAssociate Degree\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e15\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e3.68\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e3.68\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eBachelor's Degree\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e306\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e75.00\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e83.82\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMaster's Degree\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e66\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e16.18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e100.00\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDoctoral Degree\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e12\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2.94\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e7.35\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"4\" rowspan=\"5\"\u003e\u003cp\u003eOrganization Type\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGovernment Agency\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e1.47\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e7.35\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePublic Institution\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e24\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e5.88\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e5.88\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eState-owned Enterprise\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e120\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e29.41\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e36.76\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eForeign-owned Enterprise\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e33\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e8.09\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e44.85\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePrivate Enterprise\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e225\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e55.15\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e100.00\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e\u003cp\u003eTotal\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e408\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e100.0\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e100.0\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"5\"\u003eNote: This survey questionnaire utilizes the Digital Leadership Pretest Scale, which consists of 18 items. Measurement is conducted using the Likert seven-point scale.\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eThe KMO value was 0.916 and Bartlett's test of sphericity yielded a chi-square value of 3520.981 (\u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001), confirming the data's suitability for factor analysis. Principal component analysis extracted four factors with eigenvalues above 1, accounting for 61.44% of the cumulative variance. One item was removed due to a low factor loading (\u0026lt;\u0026thinsp;0.4) and communality (\u0026lt;\u0026thinsp;0.35). A second round of EFA on the remaining 17 items showed factor loadings between 0.530 and 0.830. The four factors explained 64.73% of the variance. Factor eigenvalues were 3.474, 2.754, 2.551, and 2.224 (see Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eExploratory factor analysis results.\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eItem\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFactor 1\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eFactor 2\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eFactor 3\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eFactor 4\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eCommunality\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-1 My department/team leader pays attention to cutting-edge technologies in digital transformation and continuously enhances the research and development capabilities and originality of the company's core technologies.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.666\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.688\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-2My department/team leader focuses on the management concepts of digital transformation and constantly promotes the digital management transformation of the company.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.830\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.760\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-3 When faced with numerous doubts, my department/team leader can steadfastly continue to drive enterprise digital transformation.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.670\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.664\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-4 My department/team leader is willing to open up organizational boundaries, integrate resources with a Chinese (global) perspective, and promote digital management innovation.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.703\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.651\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-5 My department/team leader can discern digital trends and plan work with a longer-term, future-oriented vision\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.530\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.712\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-6 My department/team leader can integrate differences among various parties and facilitate win-win, symbiotic collaborations.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.561\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.595\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-1 When my department/team leader encounters difficulties at work, they can think about problems from multiple dimensions and try innovative approaches to solve them.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.580\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.626\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-2 My department/team leader can quickly perceive urgent situations internally and externally within the company/team and respond promptly\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.623\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.581\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-3 When others contribute to the digital transformation of the company, my department/team leader shows recognition and appreciation.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.599\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.677\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-4 When a task is completed, my department/team leader organizes me and my colleagues to conduct retrospective analysis and reflection using methods such as data analysis.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.740\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.645\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-5 My department/team leader can continuously monitor changes in user needs, listen to user opinions and suggestions, and constantly innovate to launch products and services that meet user requirements.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.561\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.562\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL3-1 My department/team leader can flexibly utilize digital tools (online meetings, electronic signatures, online authorization, etc.) while handling multiple tasks.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.740\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.584\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL3-2 My department/team leader is willing to actively introduce digital management tools (such as DingTalk) to enhance management efficiency and digital technology tools (such as digital twin technology) to improve productivity.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.610\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.566\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL3-3 My department/team leader is willing to decentralize management, streamline processes, delegate authority, and motivate employees to independently initiate or participate in digital innovation projects.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.721\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.660\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL4-1 My department/team leader has a sense of social responsibility and mission, using digital technology to enhance the company's strength, share information technology resources, and drive industry (societal) development.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.533\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.746\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL4-2 My department/team leader is willing to engage in open collaboration, resource sharing, and symbiotic development with other companies (teams).\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.671\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.591\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL4-3 My department/team leader is willing to establish and promote an open, sharing, collaborative, and win-win corporate (team) culture.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.791\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.695\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eEigenvalues\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e3.474\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e2.754\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2.551\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e2.224\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eVariance Explained%\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e20.437\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e16.201\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e15.008\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e13.083\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCumulative Variance Explained%\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e20.437\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e36.639\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e51.647\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e64.730\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCronbach\u0026rsquo;s α\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.882\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.806\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.678\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.729\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eThe four dimensions were named \u0026ldquo;\u003cem\u003eDigital Innovation\u003c/em\u003e\u0026rdquo; (6 items), \u0026ldquo;\u003cem\u003eUncertainty Management\u003c/em\u003e\u0026rdquo; (5 items), \u0026ldquo;\u003cem\u003eIntegration of Divergence\u003c/em\u003e\u0026rdquo; (3 items), and \u0026ldquo;\u003cem\u003eShared Value\u003c/em\u003e\u0026rdquo; (3 items).\u003c/p\u003e\u003cp\u003eCronbach's α values were 0.882, 0.806, 0.678, and 0.729, respectively, with an overall reliability of 0.923 (see Table\u0026nbsp;\u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e). Removing any item did not improve scale reliability, confirming internal consistency. Item-total correlations and discriminant validity analyses (27% criterion) were significant (p\u0026thinsp;\u0026lt;\u0026thinsp;0.01), further supporting scale validity.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eThe results of the Cronbach's reliability analysis and item analysis\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eItem\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDeleted item's α coefficient\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eCronbach's α coefficient\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDiscriminant validity\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eItem-total correlation\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-1 My department/team leader pays attention to cutting-edge technologies in digital transformation and continuously enhances the research and development capabilities and originality of the company's core technologies.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.915\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"16\" rowspan=\"17\"\u003e\u003cp\u003e0.923\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e15.839**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.768**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-2 My department/team leader focuses on the management concepts of digital transformation and constantly promotes the digital management transformation of the company.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.919\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e10.894**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.665**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-3 When faced with numerous doubts, my department/team leader can steadfastly continue to drive enterprise digital transformation.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.917\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e16.257**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.730**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-4 My department/team leader is willing to open up organizational boundaries, integrate resources with a Chinese (global) perspective, and promote digital management innovation.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.918\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e12.413**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.682**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-5 My department/team leader can discern digital trends and plan work with a longer-term, future-oriented vision\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.914\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e16.865**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.802**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL1-6 My department/team leader can integrate differences among various parties and facilitate win-win, symbiotic collaborations.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.916\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e12.863**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.747**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-1 When my department/team leader encounters difficulties at work, they can think about problems from multiple dimensions and try innovative approaches to solve them.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.919\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e11.544**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.635**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-2 My department/team leader can quickly perceive urgent situations internally and externally within the company/team and respond promptly.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.920\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e13.572**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.600**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-3 When others contribute to the digital transformation of the company, my department/team leader shows recognition and appreciation.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.915\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e14.835**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.777**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-4 When a task is completed, my department/team leader organizes me and my colleagues to conduct retrospective analysis and reflection using methods such as data analysis.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.919\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e12.847**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.634**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL2-5 My department/team leader can continuously monitor changes in user needs, listen to user opinions and suggestions, and constantly innovate to launch products and services that meet user requirements.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.919\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e11.632**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.635**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL3-1 My department/team leader can flexibly utilize digital tools (online meetings, electronic signatures, online authorization, etc.) while handling multiple tasks.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.923\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e10.105**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.515**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL3-2 My department/team leader is willing to actively introduce digital management tools (such as DingTalk) to enhance management efficiency and digital technology tools (such as digital twin technology) to improve productivity.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.920\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e11.411**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.596**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL3-3 My department/team leader is willing to decentralize management, streamline processes, delegate authority, and motivate employees to independently initiate or participate in digital innovation projects.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.919\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e13.595**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.674**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL4-1 My department/team leader has a sense of social responsibility and mission, using digital technology to enhance the company's strength, share information technology resources, and drive industry (societal) development.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.917\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e15.807**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.729**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL4-2 My department/team leader is willing to engage in open collaboration, resource sharing, and symbiotic development with other companies (teams).\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.92\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e12.826**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.615**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDL4-3 My department/team leader is willing to establish and promote an open, sharing, collaborative, and win-win corporate (team) culture.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.921\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e10.965**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.552**\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\n\u003ch3\u003eConfirmatory Factor Analysis(CFA)\u003c/h3\u003e\n\u003cp\u003eA separate CFA was conducted using 294 valid responses from the CM platform, applying the same screening criteria as in the EFA. Among participants, 54.08% were female, 92.5% were aged 21\u0026ndash;50, and 97.3% had college-level education or higher.\u003c/p\u003e\u003cp\u003eMaximum likelihood estimation was used for CFA. A four-factor first-order model was tested against alternative models: three-factor, two-factor, single-factor, and second-order four-factor models. The four-factor first-order model exhibited the best fit (Table\u0026nbsp;\u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e6\u003c/span\u003e): χ\u0026sup2;/df\u0026thinsp;=\u0026thinsp;2.080, RMSEA\u0026thinsp;=\u0026thinsp;0.061, GFI/CFI/TLI\u0026thinsp;\u0026gt;\u0026thinsp;0.90, and SRMR\u0026thinsp;=\u0026thinsp;0.041. Alternative models failed to meet key fit criteria.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab6\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 6\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eResults of the confirmatory factor analysis for digital leadership\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"9\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eModel Structure\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cspan class=\"InlineEquation\"\u003e\u003cspan class=\"mathinline\"\u003e\\(\\:{\\varvec{\\chi\\:}}^{2}\\)\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u003cspan class=\"InlineEquation\"\u003e\u003cspan class=\"mathinline\"\u003e\\(\\:\\varvec{d}\\varvec{f}\\)\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003e\u003cspan class=\"InlineEquation\"\u003e\u003cspan class=\"mathinline\"\u003e\\(\\:{\\varvec{\\chi\\:}}^{2}/\\varvec{d}\\varvec{f}\\)\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eGIF\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eRMSEA\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c7\"\u003e\u003cp\u003eCFI\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c8\"\u003e\u003cp\u003eTLI\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c9\"\u003e\u003cp\u003eSRMR\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003e\u0026lt;3\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003e\u0026gt;0.9\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;0.08\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c7\"\u003e\u003cp\u003e\u0026gt;0.9\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c8\"\u003e\u003cp\u003e\u0026gt;0.9\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c9\"\u003e\u003cp\u003e\u0026lt;0.08\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eFour-Factor First-Order\u003c/p\u003e\u003cp\u003e(Digital Innovation, Uncertainty Management, Shared Value, Integration of Divergence)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e235.095\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e113\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2.080\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.915\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.061\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.950\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.940\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.041\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eThree-Factor First-Order\u003c/p\u003e\u003cp\u003e(Digital Innovation\u0026thinsp;+\u0026thinsp;Uncertainty Management, Shared Value, Integration of Divergence)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e318.271\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e116\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2.744\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.876\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.077\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.917\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.903\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.049\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTwo-Factor First-Order\u003c/p\u003e\u003cp\u003e(Digital Innovation\u0026thinsp;+\u0026thinsp;Uncertainty Management+ Shared Value, Integration of Divergence)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e348.052\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e118\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2.950\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.866\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.082\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.906\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.892\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.052\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSingle-Factor First-Order\u003c/p\u003e\u003cp\u003e(Digital Innovation\u0026thinsp;+\u0026thinsp;Uncertainty Management\u0026thinsp;+\u0026thinsp;Shared Value\u0026thinsp;+\u0026thinsp;Integration of Divergence)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e360.311\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e119\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e3.028\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.863\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.083\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.901\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.887\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.053\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eFour-Factor Second-Order\u003c/p\u003e\u003cp\u003e(Digital Innovation, Uncertainty Management, Shared Value, Integration of Divergence)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e247.890\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e115\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2.156\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.910\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.063\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.946\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.936\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.044\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eAfter conducting confirmatory factor analysis, the standardized factor loadings of the 17 items in the single-factor first-order model, two-factor first-order model, and three-factor first-order model were all above 0.5, 0.5, and 0.6, respectively. In the four-factor first-order model, each item had standardized factor loadings above 0.6 for their corresponding \u003cb\u003eFactor 1\u003c/b\u003e, \u003cb\u003eFactor 2\u003c/b\u003e, \u003cb\u003eFactor 3\u003c/b\u003e, and \u003cb\u003eFactor 4\u003c/b\u003e. The correlation coefficients between the four latent variables ranged from 0.78 to 0.90, all reaching a significance level of 1%, indicating the presence of a higher-order common factor among these four factors.\u003c/p\u003e\n\u003ch3\u003eConstruct Validity\u003c/h3\u003e\n\u003cp\u003eComposite reliability (CR) values ranged from 0.757 to 0.863 (Table\u0026nbsp;\u003cspan refid=\"Tab7\" class=\"InternalRef\"\u003e7\u003c/span\u003e), exceeding the 0.70 benchmark (Hair et al., \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e1998\u003c/span\u003e). Average variance extracted (AVE) values ranged from 0.507 to 0.521, meeting the 0.50 threshold (Fornell \u0026amp; Larcker, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e1981\u003c/span\u003e), confirming convergent validity.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab7\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 7\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eAVE and CR of the four factors of digital leadership\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDimension\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDigital Innovation\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eUncertainty Management\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eIntegration of Divergence\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eShared Value\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAverage Variance Extracted (AVE)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.513\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.507\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.521\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.511\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eComposite Reliability (CR)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.863\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.837\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.764\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.757\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eStandardized loadings in the second-order model ranged from 0.627 to 0.802. The high loadings and inter-factor correlations (0.785 to 0.895) supported convergent validity. Furthermore, the square roots of AVEs were greater than inter-factor correlations, confirming discriminant validity (Table\u0026nbsp;\u003cspan refid=\"Tab8\" class=\"InternalRef\"\u003e8\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab8\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 8\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eCorrelation coefficients and square root of AVE for the four factors of digital leadership\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDigital Innovation\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eUncertainty Management\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eIntegration of Divergence\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eShared Value\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDigital Innovation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.716\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eUncertainty Management\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.822**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.712\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eIntegration of Divergence\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.814**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.876**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.721\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eShared Value\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.895**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.876**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.785**\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.716\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"5\"\u003eNote: * \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.05, ** \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.01. The numbers on the diagonal represent the square root of AVE.\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eIn sum, the digital leadership scale demonstrates strong reliability, structural integrity, and robust construct validity, confirming it as a sound instrument for measuring digital leadership across its four conceptual dimensions.\u003c/p\u003e"},{"header":"Discussion","content":"\u003cp\u003eThis study significantly advances theoretical understanding of digital leadership by integrating grounded theory with empirical insights into digital management practices and existing literature. We identify four critical dimensions\u0026mdash;\u003cb\u003edigital innovation\u003c/b\u003e, \u003cb\u003euncertainty management\u003c/b\u003e, \u003cb\u003eshared value\u003c/b\u003e, and \u003cb\u003eintegration of divergence\u003c/b\u003e\u0026mdash;that clarify and extend the construct beyond earlier, more ambiguous frameworks (Westerman et al., \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Promsri, 2019;Kane et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Anil Kumar Misra et al., \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Korn Ferry, 2018). \u003cb\u003eDigital Innovation\u003c/b\u003e emphasises the proactive role of leaders in driving technological adoption and cultivating cultures supportive of innovation in digital transformation contexts. \u003cb\u003eUncertainty Management\u003c/b\u003e extends beyond traditional change models by equipping leaders with the skills to harness ambiguity as a driver of strategic growth. \u003cb\u003eShared Value\u003c/b\u003e underscores the equitable distribution of resources, information, and rewards across stakeholders, enhancing collaboration and organisational commitment. \u003cb\u003eIntegration of Divergence\u003c/b\u003e stresses the importance of embracing diverse viewpoints and recognising limitations to bolster organisational resilience and collective creativity.\u003c/p\u003e\u003cp\u003eBy clearly defining and empirically grounding these dimensions, this research not only enriches theoretical discourse on digital leadership but also offers actionable guidance for practitioners navigating digital transformation.\u003c/p\u003e\u003cdiv id=\"Sec12\" class=\"Section2\"\u003e\u003ch2\u003ePractical implications\u003c/h2\u003e\u003cp\u003eThe validated digital leadership framework offers actionable insights tailored to organisations undergoing digital transitions. By adopting this model, managers can pinpoint and prioritise areas for improvement across leadership initiatives, ensuring strategic alignment with digital goals. Organisations can employ the scale to assess leadership behaviours, identify developmental needs, and benchmark performance against industry standards\u0026mdash;promoting enhanced innovation and competitiveness in a rapidly evolving digital landscape.\u003c/p\u003e\u003cp\u003eFor leadership development and talent management, the framework supports the design of targeted training programmes and informs succession planning. It ensures that organisations identify and nurture leaders with capabilities essential for driving digital resilience and operational excellence.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec13\" class=\"Section2\"\u003e\u003ch2\u003eLimitations and future research\u003c/h2\u003e\u003cp\u003eWhile this study deepens our understanding of digital leadership, several limitations warrant acknowledgment. First, digital leadership is an evolving construct; new dimensions may emerge as technologies\u0026mdash;and organisational contexts\u0026mdash;continue to advance. Future research should adopt dynamic and longitudinal approaches to capture these developments.\u003c/p\u003e\u003cp\u003eSecond, our investigation primarily considers leadership from the organisational perspective. Future work should incorporate \u003cb\u003eindividual-level factors\u003c/b\u003e, such as personality traits, cognitive styles, and motivational drivers, to fully understand how effective digital leadership emerges at the micro-level.\u003c/p\u003e\u003cp\u003eLastly, future research could explore the interplay between digital leadership and \u003cb\u003eorganisational culture, change management mechanisms\u003c/b\u003e, and the role of emerging technologies (e.g. AI, IoT) in shaping strategic outcomes. Such investigations would provide a more holistic understanding of how digital leadership fosters sustained organisational and societal value.\u003c/p\u003e\u003c/div\u003e"},{"header":"Declarations","content":"\u003ch2\u003eEthics Approval\u003c/h2\u003e\n\u003cp\u003eAll the materials used in this research have been reviewed and approved by the school\u0026rsquo;s academic committee (equivalent to IRB in American universities) prior to distribution to participants on March 12, 2024. Participants were clearly informed of their right to withdraw at any time without forfeiting compensation. The objectives of the surveys were solely academic, and all collected data have been securely archived by the university to ensure confidentiality and prevent any unauthorized use.\u003c/p\u003e\n\u003ch2\u003eConsent to Participate\u003c/h2\u003e\n\u003cp\u003eAll participants provided informed, written consent prior to participation. An information sheet was provided outlining the study\u0026rsquo;s purpose, procedures, potential risks, and the voluntary nature of participation, including the right to withdraw at any time.\u003c/p\u003e\n\u003ch2\u003eFunding\u003c/h2\u003e\n\u003cp\u003eThis research received no specific grant from any funding agency in the public, commercial, or not-for-profit sectors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Availability\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe datasets generated and/or analyzed during the current study are available from the corresponding author on reasonable request.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eStrauss A, Corbin J (1998) Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. 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Int J Environ Res Public Health 16(14). \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.3390/ijerph16142628\u003c/span\u003e\u003cspan address=\"10.3390/ijerph16142628\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"},{"header":"Tables","content":"\u003cp\u003eTable 1 to 8 are available in the Supplementary Files section.\u003c/p\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false},"keywords":"Digital transformation, Digital leadership, Leadership competencies, Grounded theory, Measurement scale","lastPublishedDoi":"10.21203/rs.3.rs-7170342/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7170342/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eAs digital transformation accelerates, business leaders face increasing pressure to navigate complex and uncertain environments. Despite its growing relevance, limited research has examined how digital leadership can effectively guide organizations through such volatility. This study explores the critical role of digital leadership in fostering continuous organizational development amid digital disruption. In Study 1, grounded theory is used to identify core dimensions that characterize effective digital-era leadership. Building on these insights, Study 2 develops and validates a dynamic measurement scale for assessing digital leadership competencies. The findings offer a practical framework for evaluating and strengthening leadership capacity. By highlighting behaviours and strategies that enable leaders to respond proactively to digital challenges, the study proposes an agile digital leadership model that supports adaptation, innovation, and long-term organizational growth.\u003c/p\u003e","manuscriptTitle":"Digital Leadership in Global Uncertainty: Scale Development and Validation","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-09-24 12:00:29","doi":"10.21203/rs.3.rs-7170342/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2026-03-28T08:05:08+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-03-05T09:55:04+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"96531257077030093863688974733310884492","date":"2026-02-20T13:12:32+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"31036892681440724775196916143502019432","date":"2025-10-21T06:20:36+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"148571237325276146813029166178015750372","date":"2025-10-20T06:30:19+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-10-09T09:27:59+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"292422377159532296234945812775360730574","date":"2025-09-16T08:47:14+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-09-16T08:06:40+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2025-09-05T00:50:05+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2025-09-04T23:33:39+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2025-08-29T07:55:27+00:00","index":"","fulltext":""},{"type":"submitted","content":"Humanities and Social Sciences Communications","date":"2025-08-29T07:52:35+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false}}],"origin":"","ownerIdentity":"e0be026d-ccd8-4e8f-9425-75bbf2b1757c","owner":[],"postedDate":"September 24th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[{"id":54926990,"name":"Business and commerce/Business and management"},{"id":54926991,"name":"Social science/Business and management"},{"id":54926992,"name":"Business and commerce/Information systems and information technology"}],"tags":[],"updatedAt":"2026-04-19T15:08:28+00:00","versionOfRecord":[],"versionCreatedAt":"2025-09-24 12:00:29","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-7170342","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-7170342","identity":"rs-7170342","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}